So you just shared the challenges to achieve digital transformation at scale. And then imagine you overcoming all of these challenges in a complex and highly regulated production setup which runs 24-7, 365 days a year. We have invited Fujifilm Diocene Biotechnologies to talk about their digital transformation journey, where illustration of their digital vision has become their guiding star when navigating the difficult and unknown waters of digital transformation. Peter Sturzmann, Ph.D.: Thanks. Peter Sturzmann, Ph.D.: And Peter, before we deep dive in the case, tell me why is this digital transformation such an important initiative for your company? Peter Sturzmann, Ph.D.: I think the last two years have taught all of us that it means a lot to bring a treatment to patients in a short time, right? The world broke records by bringing COVID-19 treatments to patients. Peter Sturzmann, Ph.D.: When we started out that this journey, it's the same kind of mission. We want to reduce the lead time from a product is available to actually it is in the hands of the patient. We're only part of that supply chain, but we can help clients, we can help the world to achieve that. So from the supply chain lead time that we can look into, we have these maybe 24 months. Peter Sturzmann, Ph.D.: From a product that is ready for commercial production, it might take nine months to transfer it into our production. It will only take a month to produce it, so that's relatively small, but it can take another two months to release the product due to regulations and approval and check if everything's right. And then when we ship the product, it still needs to be stored, filled into products, stored, shipped, labeled, packed, stored, shipped. Before in the the company, it is in the hands of the pharmaceutical company or the pharmaceutical company that you buy the product, right? And that part of that supply chain, we would like to limit. Because if you have family members or friends who have cancer, Alzheimer's or multiple sclerosis, it means a lot if it's two years or one year, right? And Peter, thank you so much for sharing why you initiated this project. And we will soon be deep diving more into what it means, the impact of it. But before doing that, we have interviewed one of your colleagues who's deeply involved in the whole digital transformation. And in the video, she's describing the transformation and main learnings at this point. So let's watch that video. And for you listening, remember, I feel like a broken record by now, but remember to put your questions in the Q&A. I think we've always known that the supply chain. I think we've always known that the supply chain we're in is inherently super complex. We want to strip some of that complexity out of what we do and try and do whatever we can to help bring the medicine to market as fast as possible. We wanted to start from our own supply chain. So we've gone from our customers through the full manufacturing chain to the subsequent sort of approval and release of the products back to the customers. We've then formulated a vision around four key elements. One is one-click tech transfer. Two is modular and digital manufacturing. Three is no-touch release. And four is data at your fingertips. And four is data at your fingertips. One-click tech transfer is really about creating a shared language. You can think of it as a configurator that you would recognize, like if you try to configure your own car off a website. We need modules and standard products that sort of plug together like Legos that we can use to assemble a full pharmaceutical product. On the surface, modular and digital manufacturing. manufacturing could be misinterpreted as if we're just trying to remove a bunch of paper from our shop floor. We're taking it, I would say, 10 steps further and are trying to integrate as much as we possibly can. Today, our operators on shop floor tie together both the physical world, the paper world, and all the digital systems that we have implemented for them to use today. In our future world, then the systems are actually And they will be allowed to perform parts of the process. And because we can validate this output, we can use our super skilled operators to tie the digital world to the physical world. No-touch release. Basically, we're taking the data from the execution systems and from the manufacturing today, and we want to make it accessible to everybody who needs it in order to be able to release our products back to our customers. as fast as we can, and with, of course, the highest possible quality that we can. This means that we want to enable our quality organization to assess our batch manufacturing off of exceptions, instead of having to review every single step the way they're performed on the shelf floor. Element number four is really, really key to our vision. Data at your fingertips, it's what ties everything together. Our manufacturing organization has a need for this data quality, process scientists, and of course, ultimately, the customer. Everybody wants the data, perhaps for their own specific purpose and sort of unique end, but they're all requiring the same data source. And we're trying to make that available basically from end to end in the entire process. We're not going to anybody for the solution for this. We're having to sort of invent our own future as we go along. So we only have some of the paving stones along the way. The rest is basically our vision. We need this to be able to continue to fuel the growth journey that we're on. And we want to make that growth as sustainable as we possibly can. And now we have Chris with us in the studio as well. Welcome, Chris. Thank you. And now we have Chris with us in the studio as well. Welcome, Chris. Thank you. And now we have Chris with us in the studio as well. Welcome, Chris. Thank you. And thank you as well for explaining the basics of your digital journey. And Peter, the 24 month is still in my brain. And I promise that I will come back to the impact. So what I'm really curious about is if you can just explain the key benefits and impact of your transformation. Like, for example, what has the impact of the 24 month process been? That's hard to measure, right? So you could say it's more of an aspiration to reduce that. But it's quite easy to see that if we can gather data along the way and we can tie it together. And for example, that when we have to approve and release a product that we don't have to read through all of the data, but can actually make the data available on the exceptions and what is wrong and what should we look at. If we could take that out, if we could take that out, we can speed up the process. Maybe even in the future, if we could, you know, have a robot analyzing that, giving us even less of a manual task to read through that. It requires a lot in a regular industry, but that would take out days or weeks out of just the release process, which were the two months at the end of the production. Yeah. And now this is one thing is on the time, but what else do you see as an impact there? Because there was a lot about the people. There was a lot about data at your fingertips. Of course, when you make a case like this, you have to justify that it drives efficiency because that's the way we think of things. So no matter about how big the why is that we want to bring medicine with a reduced lead time, we have to argue that it also creates efficiency. Of course it does that. You know, today we are printing thousands of papers. We are designing those papers. We are lifting them down in production floor. We are having people write on them. In our case, you have to write and double verify to make sure that we did things right. So actually everything, every time there's a piece of paper, there's two persons that have signed it. Super engaging, right? And those papers need to flow through and they need to be read again and to be checked if we're done right. And all of this, of course, drives efficiency. If we can have things being driven by the automation, by the machines, where the data is already there, instead of taking it out, noting it down, and with the risk of actually calculating wrong or typing it wrong, that drives efficiency. So, and I hope, certainly believe so, that it also creates a better workplace for those working. Yeah. Now a big to you, Chris. And first, I really like the illustration. I think it's so much funner than making, PowerPoints, and as consultants, we are a bit guilty of that, doing a bit too much of that. But in, you mentioned in the vision that is, in the video, that is about, you know, it's known and it leaves and breathes in the organization, this whole part. Is there a people transformation here, which is equally as important as the technology transformation? Yeah, absolutely. Absolutely, there is. And I think it's no different from us than in so many other companies that sometimes, are a little bit invisible, because you end up focusing on what you can see, what you can touch and what you feel here, what you feel is maybe a digital tool. But that very quickly becomes the focal point, because it becomes the tangible part. I think, overall, it might be a drawing, but what lives and breathes in the organization is an aspiration to do something that nobody has ever done before. And that's very much a part of our culture. With that being said, I think, we're very aware that we're very aware that we won't get to wherever we want to go without trying to do it with a high degree of involvement and engagement. Because only through that will we actually achieve a translation of the vision into something that then becomes a transformation. And I just, I watched the portion with Martin Lindstrom this morning and thought that the conscious incompetence is really where we are now. People know the core of their job. But what we're trying to do now is have them do it in a very different way from what they would normally do. And that gets a lot of focus. And how do you deal with that, Chris, right? Because we heard sustainability before and how Novo took, instead of the normal strategy process that takes a month and 15 people, then involved 200 people and take nine months. Is that a similar story in your end or how does that look? Yeah, I think what we're doing is we're trying to bite it into value-sized bits. So we really don't want to bite off any more than we think that we can realistically chew. And we ensure that we make that as tangible as possible. Make it something that you can see and you can touch and we demo a lot. And then try and paint a very concrete picture of what tomorrow will look like. So people in the shop floor, are they involved in that process as well? Absolutely. Everybody who will be a recipient of an end product, albeit digital, are involved in the process and the projects we run. I have one question. Now I'm changing the topic a bit, but I have a question from the audience. And you described the key elements. So which of the four key elements of your vision do you think is the most difficult one to achieve and why? And maybe you can start with just highlighting the four key elements again. And then which one is the difficult one to achieve. And now you're looking at each other. Now I'm just getting super curious. The four elements are one-click tech transfer, then a digital and modular manufacturing, no-touch release, and what we call data at your fingertips. Now I'm going to answer for my portion, but what I see as part of running the transformation, what's difficult is the tech transfer part. Which is also, now you just saw, and Peter explained that that's a really, really long process for us to go through. It's fraught with difficulty, just brought on by the sheer complexity of what we actually manufacture. And having to understand that and see what a correct standardization formula could be for that is very, very difficult. Super exciting, but difficult. And what is exactly difficult? Is it the system? Is it the process? Is it the people? What is it? If you, you know, one, two, tangible? The process is in itself sort of intertwined between a lot of difficult sort of competence areas in their own right. So we have to, you know, engage with the scientists and the customers, of course, who help us translate the product's recipe into what can run in our manufacturing area. But then everybody else who needs to make sure that a cancer drug sees the light of day at the other end have to understand everything over a period of 18 months. So, yeah, very engaging, but very difficult. And do you, Peter, share the same reflection? I fully agree. It's also, you could say, out of the 24 months, this is the nine months in the beginning. We're transferring scientists' work, somebody who designed a drug. And we need to fit it into our facility. And we need to fit it into our facility. That requires multidisciplinary work between quality people, engineers, process science, data scientists, manufacturing people, supply chain. And they all think alike, right? And they don't have the same kind of a data set. So it might be so that one thinks of one process and one parameter, it's exactly the same as the other group, but they have named it differently. And we have not necessarily, you know, made the processes modular to have the same kind of language to fit it together. And that kind of value stream of getting that data, and in this case, the knowledge through that pipeline, that's really, I think that's critical. Maybe just building on that, when you're talking about the data, is one of the elements, end-to-end data availability at your fingertips. And you also mentioned that there is no plug-and-play system for that. This also sounds like a bit of a challenge within sustainability in some ways. How do you maneuver around that? You know, it's changing in the dark? Or what is it that you try to strive for here? Yeah, I think for the data part, I think when we talk about digitalization, we can say, how can you make your product digital? Our product is never going to be digital, right? You need something that can help you. But what is the real bottleneck to bring that physical product into your hands is the knowledge and the data. And that stops by emails, by misinterpretations, by PDFs, and importing and exporting data. If we can make that flow, then we can speed up the process, because we're moving knowledge through that data. We are being better at making decisions, because we have the same kind of data. We know where products are, how they're produced, what is their current status. So establishing a baseline, basically a foundation on the data set that you can actually work from then onwards. I think maybe working in the dark there, it's like you have to do a lot of plumbing. You have to stitch systems together. You cannot rely that one system can hold all the data. You have to tie people and process together, but especially all the software applications where data is either created or stored or moved to. If you can stitch that together, then you can actually follow it through. You can validate that it's true from the beginning and at the end. And you can extract it to the different users when they need it. So we connect to supply chains through an ERP system directly with our clients. We send, you know, every 30 seconds, data will flow to our clients in terms of are their batches okay? So they can monitor that. They can see if it's okay. They can actually help us optimize our processes in the future. And sorry to interrupt you a bit, Peter, here, but it is like, I cannot avoid making the parallel. When we talked about before and Novo Nordisk and saying, we cannot just sit and wait until 2.28 for having a solution for the transport part. We just need to take action and do something now. And we get a lot of that question. What is the system that we actually communicate and start from the supplier to the end delivery and actually provide us that? And from what I hear from you, there isn't such a system or you're not using such a system. You're just basically making sure that you have the connectivity to start with. We don't have a system. I think actually on the drawing, I think actually it has this saying, it's not a system. We have over a hundred software applications. You cannot mingle that into one system. But if you're able to see possibilities to stitch it together. When you add one that it's kind of like it's modular. So it knows that you could plug it in. I think that's a lot more powerful than searching for either the enterprise tool or the one tool that would fix it all. There's no Lord of the Rings. And just to build on that, I mean, the solution that you have created now is based on you wanting to make the whole process more efficient and based on the challenges that are now. Have you taken future or created the setup so it can be managing future challenges that are coming such as, okay, let's tackle the whole sustainability work of our side. And is that catering to be modular and using for other purposes than just reducing the lead time? I'm going to be bold and say yes, but in a slightly more modest version of the world, then at least we try to. We know that what we're building will not be the end of everything that is to come. So we're very aware that we're laying a foundation for something that we will have to build on for a very, very long time to come. still. And so we're doing our best. But the modularity is definitely our friend here and trying to solve real business problems and deliver value kind of seems to be working out okay. So keeping again, taking the decisions and then basically what you know today in the world, like Inovo said, then it's the best you can do, right? Yeah, yeah. I have a question from the audience and it's based on the conversation that we had before. And it's how has the how had what has been the response to these new ways of working from the people on the shop floor? And is the change embraced? And did you experience resistance? And if yes, how did you overcome it? That was a lot of questions. That's just one. You really used it in one shot. Many questions wrapped into one. If we start with the last question. Yes, there's been resistance. I think that's really natural with what we're trying to do. I really stick with this being a transformation in the sense that was also talked about earlier in this morning, we are trying to recalibrate the way we run our business and the way the site is run. And naturally, that's going to be very difficult for a lot of people. The overcoming of these things, I think, is very classically true still. Involvement is necessary. And there's a lot of talks about our purpose. This is also one of the reasons why the drawing works really well for us. Because it's not words in a PowerPoint. We discuss it and we talk about it. And what does this mean really? Because the same drawing can mean a variation of things, whether you're you're on the shop floor or you're in documentation, you're in our quality area or our labeling area, it means something different for you. But that's the power of it as well. They are actually being adopted quite well on shop floor. I don't come there as often as I could. But hopefully now we're post-COVID, that's going to be more of an option. But it's helpful. It reduces some of the things that have caused friction in the past. And it definitely makes a difference. We're not all the way there with what's coming. But that's fine. We're open and honest about that as well. Can I add? Yeah, of course. Actually, I don't like the word resistance in this case. Because it sounds like somebody is resisting. I don't see anybody that would argue that the vision and the drawings, the automation part, reducing lead time. Nobody's arguing about that or the means to doing that. But of course, when it changes your daily life, everybody has a hurdle to pass. And that comes out, it can seem like resistance. Or it can just, yeah. So I don't think, there's not people resisting. We are adjusting to another way of working. And that comes with emotions. You just need to rethink, adapt and transform. I'll take that. We didn't practice that at all. No, no, no, no, no. And just two, I mean, 15 minutes is really going super fast. And to wrap it up, Peter and Chris, what are your three key takeaways that you would like to share with the audience? But if there are to be only three, then the first one for us is build and implement standards from as early on as you can do. Because that's what's going to guide you for a very long time to come. And then midterm? Midterm is probably also an error trap we've been in. Please don't fall in love with a specific technology or tool. Now you're saying, have you bought a system? We've bought some. Some have worked better for us than others. But don't think that a specific system will get you. That's not the secret sauce, at least. No. Every time we put our full faith in that, because we also did, we were disappointed. I don't think you're the only ones. No. So starting with what is the impact? Yeah, start with the business value and figure out how you really deliver that, because that's not necessarily going to be a tool that gets you what the business really needs. And then the last one is that, you know, long term, yeah, it is a long term game. Digital transformation is not a two year endeavor. And I think if you try to do the classical thing and build a roadmap full of projects, you'll end up feeling disappointed because you won't get to accomplish all those projects in the manner and timing in which you had hoped. So focus on something that you can make tangible and that you can have people rally behind. And then everything else will unfold before you. Can I add to that? Yes. Final remark. I really like the part that Martin said about, you know, empathy, right? Because every Monday I wake up completely in doubt of what we're doing right now. And the only thing I can lean towards is besides Chris and all the other subject matter experts is that drawing that kind of like says, okay, long term, this is the right direction. So allowing that doubt and being bold and saying start and stop on something and we stopped something yesterday. That's just, I think that's key. And that requires empathy. vulnerability and so forth. Thank you, Peter. Thank you, Chris. Thank you. Have a great day.